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CASE STUDIES

 

Please find below case studies that illustrate a sample of the work we have done across domain areas and industry types.

Who

The company was a Europe's cosmetic major, who wanted to manage change and transition in its framework.

The Team

A cross functional team consisting of employees from lower, middle and top management were involved in the project. A change agent of our organization was leading the assignment.

 

The Analysis

We identified a strong need for attitudinal change and so a tightly customised training programme was designed, so as to help the organisation manage the transition.

 

The Findings

It was revealed that growth of the organization demanded changes in the attitudes and mindset, starting from the top management downwards. Our brief crystallised on applying change management and performance management systems for the company.

 

 

Solution

Identified Key Performance Drivers for the top management team over a period of five to six months.

 

Results

Quantifiable positive results were achieved in top management attitudinal change and an acceptable level of change was achieved in the entire organisation. Structuring and restructuring the organisation became easier.
People productivity and performance enhanced and recruitment and other operational challenges were being met.


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Project

 

Who

The client was a Fortune 500 company engaged in manufacturing business.It primarily supplies the agricultural machinery.The company wanted to pull itself out of a stagnant loss-making situation and to regain market dominance. It set out to accomplish this by completely redesigning its manufacturing techniques and deploying organizational restructuring involving decentralization and the establishment of cost centres.

 

The Issue

The programme of organizational restructuring had improved performance at a slower than expected rate but individuals were experiencing high stress. The changes were taking a toll on the personal cost (in terms of health) and high organization cost (in terms of disappointing efficiency increase)amongst the employees.

 

The Team

A cross functional team consisting of employees from shop floor, operations, quality, middle management and top management were involved in the project. A stress auditor of our organization was leading the assignment.

The Analysis

The results indicated that stress levels were higher than expected in the middle managers and they had adopted stressed styles of behaviour which they considered to be outside their influence or control.Analysis of stress sources and stress coping strategies employed by the middle managers revealed that the organizational development effort itself had the effect of being a source of stress. This in turn made it difficult for people to cope with the change of working practices.

The Findings

The organizational development effort itself had the effect of being a source of stress on its employees. This itself made it difficult for people to cope with the change of working practices.

 

Solution

The organization decided to implement stress counselling, and to address the issues of roll clarity and participation in change planning.

Results

Efficiency gains and a reduction of stress were realized as a result.

 
 
 
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